Traditional Thai Shapes, Lines and Curves, Especially in Buddhist Art Literature review

Traditional Thai Shapes, Lines and Curves, Especially in Buddhist Art and Sculpture - Literature review Example â€Å"Positive emotion† are ways that broaden habitual modes of thinking or acting which are represented by various thought-action tendencies from their own well being i.e. to optimize, to play, or to explore and to appreciate. Buddhism lays the basis for Thai cultures. Arts, whatever the type, act as tools to guide and persuade people to think and take action in a righteous way. As an ordinary person, one is still persuaded by the â€Å"religious defilements† such as beauty. Therefore, art forms are an obvious tool for myself to teach and direct the way people think from my experience in the work which has been experimented towards myself. My work portrays the perfect combination of concepts and related traditional Thai art components shown through the interplay of shapes that interact upon my emotion to being still and relief. I am mostly interested in a traditional Thai culture and the search on forms/shapes to find myself, as a wearer and a jewelry designer into a better condition of emotion. Jewelry is, therefore, the best medium to articulate these ideas since it extends beyond the body surface and has to be touched or felt from the close distance within the body, which can be reflected the mind. It is as though we must enter the wear’ personal space of mind so that this personal space aspect created will disclose stories. The shapes, which are created into jewelry pieces, can heal the wearer such as myself emotional asserting my intention. I can feel the smoothness and puff up to form of the porcelain when touching. The smooth feel and puff up form remind me of the importance of this emotional reflection, which is very personal to me in terms of shapes/forms that can have the potential to heal myself into a better condition of emotion.   

Costco warehouse corp in 2012 Case Study Example | Topics and Well Written Essays - 1500 words

Costco warehouse corp in 2012 - Case Study Example This paper is going to analyze the success story behind this company and how it has managed to be very successful in 2012. 1. One of the strategy that this company has been able to utilize in order to attain success is to establishment of good employee relations. As a CEO Jim Sinegal managed to visit most of their stores. In a day he would visit 8-10 stores daily. As a CEO he was in charge to be a producer, director, and knowledgeable critic. The second strategy that this company has managed to use is the pricing. Following their mission, their pricing was aimed at encouraging customers to come to their shops. This means that their prices are always low. It is argued that the strong business relationship that Sinegal has with Wal-Marts CEO is a contributing factor to using this strategy. This is because Wal-Mart the largest merchandise producer in the US also utilizes similar pricing strategy. For quite a long time the pricing strategy for this company is to cap its markup brand name merchandise at 14% compared to other supermarkets which markup their merchandises at 20-50%. The company managed to desig n most of the basic products especially food to be equal or better quality than national brands. This was aimed at ensuring that the company provided quality goods at the least prices (Barrera). This strategy has been criticized by Wall Street Journalists as lowering the shareholders profits. However, the CEO of the company argues that their strategy caters for both the shareholders and stakeholders by providing them with quality products at the least costs while the company still makes higher profits. The other strategy that this company uses is the price selection. Most of the supermarkets like Wal-Mart would stock 40,000 or even 150,000. However, Costco’s strategy was to deploy only 3,600 active items in their shelves.

Combating compassion fatigue Assignment Example | Topics and Well Written Essays - 1250 words

Combating compassion fatigue - Assignment Example This eventually takes compassion and attention away from victims to the caregiver himself. Essentially, fatigue sets in for the provision of care; thereby jeopardizing the need to give compassion to victims. The cause of depression in caregivers that results in compassion fatigue could best be associated with excessive work that is deprived of rest (Ellard, Barlow and Mian, 2005). Anger Quick temperedness and erupted outburst of anger that is so sudden and uncharacteristic of a caregiver must be seen as a major sign that compassion fatigue is setting into the work and activity of the caregiver. As a care giver, come of the core duties that will generally be expected is the need to give compassion and solace to a heart that is deeply troubled and as such filled with so much inner anger (Day and Livingstone, 2003). When there is anger on the side of the caregiver then, this basic responsibility becomes jeopardized and compromised because it cannot be executed evenly. Once a caregiver b egins to be angry at the least provocation, the tendency is that the victim who decides care would even be angered at and so the level of compassion will be derailed. Such acts of anger are mostly caused by emotional factors that have to do with issues faced in the personal lives of caregivers (Forsythe and Compas, 1987). Absent mindedness Victims who go to the caregiver go to them with a thought that the caregiver is going to be an expert and a professional who is going to bare all the troubles that the victim brings on board. For this reason, it is always going to be expected that the victim would demand for constant attention from the caregiver. For this reason, caregivers who begin to have signs of absent mindedness when attending to victims and other people who are close to them must be aware of the possibility of compassion fatigue setting in. clearly, the caregiver would be absent minded because he or she has had a reduced degree of importance to the issue or case of the vict im and this is what compassion fatigue is all about (Albino et al., 2003). Taking too much work than a caregiver can genuinely deliver is a major cause of absent mindedness; especially when tiredness sets in. Sluggishness In the everyday delivery of their duties, caregivers are expected to be very sharp at what they do. Such acts of sharpness install a lot of confidence in victims. It also increases the trust that they have in caregivers. For this reason, any acts of laziness and sluggishness should be watched critically and be seen as a possible cause of the onset of compassion fatigue. Indeed, if there is no strength to carry out one’s duties and so the person begins to show signs of sluggishness at work, there is no way that person will be expected to deliver the same level or amount of compassion that he or she delivered to victims. Sluggishness is a direct reflection of tiredness and so tiredness and lack of rest could cause it. Stress Psychologists and other social comm entators have attributed stress to be a very emotional and psychological problem that comes with a tired mind. The mind as an organ in the body has its own roles and functions that it plays. Though it is known that the mind controls most activities and functions of the body, the mind also has its own limitations (Cortoni and Marshall, 2001). The mind cannot for instance be expected to be omniscient, knowing all things and doing everything at every

Turnaround Strategies Essay Example for Free

Turnaround Strategies Essay Emphasis is on speed of change and rapid cost reduction and/or revenue generation. Managers must prioritise things that give quick and significant improvements. Although used interchangeably, restructure is different from turnaround. ? ? Operational Turnaround The focus is on ways of improving the operation of the business and designed to halt the decline. Strategic Turnaround The focus is on adjusting the strategic focus of the business in terms of its Product/Market profile and halt the decline. ? Cost Reduction Strategies Asset Reduction Strategies Financial Restructuring Strategies Management and Cultural Change Strategies Revenue Increasing Strategies Product/Market Redefinition Strategies Turnaround †¢ Restructure †¢ Restructure is a course before failure to avoid failure An unsuccessful restructure may be followed by a turnaround. Turnaround is a course after failure †¢ 7 steps of Turnaround: ? ? ? ? ? ? ? Crises Stabilization Management Changes Gaining stakeholder support Clarifying the target market Re-focusing Financial Restructuring Prioritization of critical improvement areas Aim: Regain control over the deteriorating position Focus: At this time focus remains ? Cost Reduction ? Revenue Increase Turnaround requires proper alignment of causes of decline and the solutions. Changes at top level management is required Reasons: ? Old management may be seen as the cause of the problem by the stakeholder ? Management with experience in turnaround is required ? Different approaches and fresh perspectives may be brought by outsiders ? In a situation of turnaround it is vital that key stakeholders are kept well informed and a clear picture is sent. The main stakeholders involve employees, bank of the organisation, shareholder group Assessment of power of different stakeholder groups is of vital importance. ? ? While turnaround it is very important to clearly segment the target market. This step gains importance due to the following reasons: ? Not identifying targeting the right target market may itself be the reason for turnaround. ? Leads to revenue generation A more focused approach from the management would lead to discontinue of products and services not suitable for the target market. This will lead to discontinue of products returning lower revenues. This will lead to utilizing opportunities more profitable. It is the reorganizing of a business assets and liabilities. Although companies can restructure for any reason, in most cases it is done when there are serious problems with the business, and to avoid bankruptcy liquidation. Financial restructuring would typically involve:? Changing existing capital structure ? Raising additional finance Renegotiating agreements with creditors ? Managers need to identify critical improvement areas ; prioritize them. They need to prioritize things that give immediate and effective improvement. TURNAROUND OF INDIAN BANK IN 2000 Known as the queen of turnaround management, Ms Ranajana Kumar, Chairman ; Managing director took a bleeding public bank out of successive losses. Situation prior of Ms Kumar:

Impact of Management and Leadership styles

Impact of Management and Leadership styles Managers are who  do things right  and leaders are who  do the right thing The general concept according to my understanding from various literature reviews are that Leaders leads people and managers manage all things in organization, furthermore to my concepts the important point is that leaders are the people who bring changes in organizations and managers may be considered as people who sustain the day to day organisational activities. The main point in this task 1, to explain the link between Leadership and management of an organisation, here I am elaborating leadership and management of Martin McColl, this organisation having approximately 1,000 outlets and 50,000 employees across United Kingdom, the main focus of the company is on Books, Cards, Magazines, Confectionary, Toys and Drinks etc. Link between strategic management and leadership: Orders which are passed down from leader and the managers role is to pass orders down the chain of command A leader is described as someone who has the capacity to create a vision, and to translate it into action and sustain it (Bennis, 1989), this statement can also be justified as there are differences between management and leadership, although functionally they can be combined in the same individual (John Kotter, 1990). Leadership without Easy Answers by Ronald A. Heifetz, According to In business, we see an evolution of the concept of leadership. For decades, the term leadership referred to the people who hold top management positions and the functions they serve. In our common usage, it still does. Recently, however, business people have drawn a distinction between leadership and management, and exercising leadership has also come to mean providing a vision and influencing others to realize it through non-coercive means. Roosevelt says about link between leaders and managers that People ask the difference between a leader and a boss, the leader works in the open, and the boss in secret. The leader leads and the boss drive. This report review explains the relationship between leaders and managers that they perform on their position within the organization, they work together to achieve the goals of organization. Leaders think about goals and are active instead of reactive in shaping ideas. Managers act to limit choices. Leaders develop fresh approaches to long-standing problems and open issues to new options. A manager is a problem solver- what problems have to be solved and what are the best ways to achieve results? Link between leaders and management has strong impact in organization. Managers Managers administer. Follow the established course. Ensure that people do things. Ensure that people do things better. Leadership Leaders innovate. Establish the course that managers follow. Ensure that people want to do things. Ensure that people do the right things. Ensure that people do better things. Source: international business-society management by Tulder, Zwart. Example in McColl: As I explained the literature review above, I am evaluating these literatures with the help of Martin McColl example. Martin McColl under the Steve Leadership management is very successful. There is a strong link between leader and management. Leader and managers keeps link through video conferences, mails and telephone. Meetings for internal discussions are kept to a set of guidelines intended to maximize productivity, and minimize cost, to achieve a result. Focus is on external parameters, particularly the customer and the image of the company. Priority in Martin is given always to activity that enhances the customer experience, improves efficiency or increases revenue and profitability. There is an enormous level of mutual respect built between the leadership group and the teams. People are appropriately motivated, and rewarded for their performance based upon their motivational modality. It is important to remember here, that not everyone is motivated by a monetary reward, or a standard trophy. A Truly Great Leader understands this, and uses to their advantage. On 28 Nov 2010 major snow fall hits Scotland. There were problems with many routes. Managers must come on time thats managers responsibility. On the day of snow martin McColl managers came on time in all branches while travel was very difficult due to the heavy snow but all managers reached on time and have done their work because it was not easy for anyone to come out house. So that was a great achievement under the best leadership. Managers are also leaders. Link between leaders and management has strong impact in decision making in organization and this impact effect in every place and every area in McColl such as finance, marketing, policies. Impact of management and leadership style on Strategic Decision: Decisions are at the heart of leader success, and at times there are critical moments when they can be difficult Organizations all over the world are deeply concerned with understanding, searching and developing leadership. Regardless of the type of organization, leadership is discerned to play a vital role in establishing high performing teams. Leaders are facing greater challenges than ever before due to the increased environmental complexity and the changing nature of the organization. The current era not only demands having a competitive edge and sustained profitability but also the maintenance of ethical standards, complying with civic commitments and establishing a safe and equitable work environment. Leadership is one of the critical elements in enhancing organizational performance. Being responsible for the development and execution of strategic organizational decisions, leaders have to acquire, develop and deploy organizational resources optimally in order to bring out the best products and services in the best interest of stakeholders. In short, effective leadership is the main cause of competitive advantage for any kind of organization (Zhu et al., 2005; Avolio, 1999; Lado et al., 1992; Rowe, 2001) Decentralised structure: In Martin McColl autocratic leadership style portrays that manager retains as much power and decision making authority as possible. These leadership styles utilize different sources of power and impact differently on the levels and extent to which staff consider them as making a contribution to organizational decision making. Both the quality and extent of staff participation in decision-making tends to wane. Each store of  McColl  has a store manager who can make certain decisions concerning their store. The store manager is responsible to a regional manager senior managers have time to concentrate on the most important decisions. Collaboration with group members: Martin McColl leader makes decisions in collaboration with group members, often using majority rules or similar social decision schemes, whereas a consultative leader makes decisions, after talking with group members about their opinions. Empowerment: McColl managers tend to be more focused on productivity targets and achievement of objectives. Their power is based on their ability to achieve targets, often as a result of quick decisions. Decision making is a form of empowerment. In McColl stores Empowerment is increase motivation and therefore means that staff output increases. Knowledge skills: People lower down the chain have a greater understanding of the environment they work in and the people (customers and colleagues) that they interact with.   This knowledge skills and experience may enable them to make more effective decisions than senior managers. Faster Changes: Participative styles in McColl enabling departments and their employees to respond faster to changes and new challenges. Whereas it may take senior managers longer to appreciate that business needs have changed. 1.2 Example in Martin McColl: Martin McColl is UK based corporate company. Martin McColl has a democratic leadership where subordinates involve in decision-making. Company has a board of directors and Steve is a head of directors.   It is seen that Martin has authoritarian systems in which their people work as directed. Merger and acquisition continued in martin McColl. In 1998 Forbuoys acquired Martin Retail Group which was before RS McColl. In 1999 company launch new convenience concept McColls. In 2004 the company acquired Dillon stores. In 2005 company changed its name to Martin McColl Retail Group and now martin is the UKs leading neighbour retailing group. These changes allow leaders and managers to makes good decisions which give the strength to business. These changes brought many changes such as economic condition been changed, development changed, competition increased this changes brought new markets like stationery stores, specialist card shops. Furthermore supermarkets like Tesco and Sainsburys were selling everything that Martin did. So there was a big competition. Knowledge sharing and strong communication always been there so the strategy of Martin was focus on its core activities and increase, improving buying power sell higher margin items and makes their with sales of newer lines. Company have a wide variety of roles at two head offices in Scotland and Brentwood. Here company centralise core business divisions including Central Retail Operations, Trading, Marketing, Finance, Supply Chain, Business System etc. In all these above cases, management and leaders realized that changes were occurred and react actively. And in all these cases, they responded only when the competition forced them to do so. Conclusion: In making decision, consider the fit between leadership style and the characteristics of organization. Even more important, remember that things change. Look for flexibility. The very best leaders are those who have learned how to shift from one leadership style to another as circumstances demand. If one candidate shows evidence of being able to move smoothly among several of these styles, that may tip the balance. 1.3: Leadership style adaptation to different situation: Leadership style is the typical approach of a particular person used to lead people. Management theorists try to discover one best leadership style for all situations. Researchers say that there are internal and external environments that have significant impact on leader effectiveness. For example in limited external opportunities leaders are constrained by competition, legislation, technology, changing markets and limited resources when making strategic decisions. Fiedler (1967), who conducted extensive research on the situational aspects of leadership effectiveness, identified factors that determine what style of leader performed best. He examined correlations between test scores of leaders and their performance related to situational factors. The relations-motivated leader performs best where the leader position is not strong. Task-motivated leaders perform best when the leader-member relations are good and the leader power position is strong. The latter category represents poor member relations and a weak leader who is attempting to deal with a poor situation. B ecause that situation is unfavourable, Fiedlers model would require a task-oriented leader to keep the situation from falling apart. An obvious alternative would be to replace the leader.   To deal with the issue of matching style to the situation, Vroom and Yetton (1973) developed an approach that deals with leader-subordinate interaction. He recognized that an effective style depended on situational variables including the leaders expertise, the task structure, and the employees willingness to accept a solution. They found that the key elements in sharing of leader power are the maximization of technical effectiveness and subordinate motivation or acceptance. If technical effectiveness is not crucial and motivation and acceptance are not important, the decisions are made by the leader alone. On the other hand, if the technical difficulties are important but motivation is low, the leader attempts to obtain more information. When technical effectiveness is unimportant but motivation and acceptance are high, delegation becomes a useful approach. Finally, if the problem is high on the technical level and there is a need for acceptance, then the decision is shared with the group. The situational determinants of leadership show that there is frequently, but not necessarily optimally, a consistency in the behaviour of a leader when he or she performs in different situations. As the organization grows, team building and the exchange of ideas become more important. Involvement tactics are used more frequently. Now the organizational units are formed and the biggest question is how the work should be divided. This requires negotiation. Once the company is into production, tasks are more routine, but time is critical. This calls for more direction. Throughout, indirection, enlistment, redirection, and repudiation may be used. The tactics and when to use them are summarized in Table 2. According to Daniel Goleman six styles of leading have different effects on the emotions of the target followers and each style appropriately as the circumstances. Which are: Visionary leader, Coaching leader, Democratic leader, Affiliative leader, Pace-setting leader, Commanding leader. As Goleman provides a good framework of leadership styles so I can say that its absolutely true that no leader always leads in a particular style but adapts to situations. Few styles are there including Goleman styles, these styles are generally the most effective. Attached table 1. There are five basis of power Coercive power, Reward power, Expert power, legitimate power, and Referent power. These five bases of power introduced by French and Raven in 1959. Among the five bases of power there are three bases in which the Steve leadership is founded. These are legitimate power, expert power and referent power. Through his position he is able to lead the companys people. His experience in the company makes him very knowledgeable of the company and its customers. He motivates people and constantly empowers them. He is also charismatic. Example of Martin McColl: Employee Relationship: As a participating leadership in the past few years Martin performance and profitability have been transformed by employee engagement; which show a clear improving engagement and improving performance of employee. Martin engaged employees indicate they have a good understanding of how to meet customer needs. Individual employees in companies with strong engagement strategies described to us how their working lives have been transformed for the better. Customer focused strategy: Martin leaders have vision thats why they set objectives of company and have customer retention strategy for this they having promotional sale and delivering newspaper. Martin McColl customers are familiar with what newspapers and magazines in their local store and know the prices they normally paid. As a result, Martin delivering ordered newspapers at their home. Early experiments in began and, by the end of 2008, Martin was making 200 deliveries a week in an area a very small beginning. Ethical behaviour: McColl leadership thinking ethically and behaving ethically in UK thats why they are taking responsible decisions. They reduced to use of plastic bags. Martin corporate social responsibility is concerned with the ways in which an organization exceeds the minimum obligations to stakeholders specified through regulation and corporate governance. Martin negotiating better promotional prices from suppliers that small individual chains are unable to match. The product and service development processes of the martin have been substantially re-engineered, to facilitate better management of product lifecycles and more efficient delivery of wide ranges of products to customers. Product activity has focused on enhancing core ranges and introducing quality products. Martins innovative ways of improving the customer shopping experience, as well as its efforts to branch out into finance and insurance have also capitalized on strong brand reputation Financial Environment: Under great leadership a strong financial performance has been shown by the company over the years, which underlines its strategic capabilities.   According to Data monitor (2010), Martin is a  £ 30billion turnover company recording an increase of 14.9% when compared to 2008. The foremost strategy that has been adopted by the company is the product and services customization in accordance with the market demands.   The efficiency in performance of the company over the last decade can be summarised with the help of growth in following key indicators (Fame, 2010) Diversity: In the past, Martin approach to emerging markets has tended to be almost exclusively from their own perspective, seeing them simply as markets, with little real empathy for the new customers needs and desires. One of the big problems is that the vast majority of senior managers in corporations come from the home county but Martin Company and their leaders always ready to cope with such diversity at top executive level. Environmental factors: In environmentally as Martin entered into more and more partnerships or joint ventures many of which are formed with companies from different cultures. So leaders who are able to create and sustain such relationships give their company a valuable collaborative advantage. In my view, this relationship approach to business represents a major challenge to Martin. By senior executives Martin establishing good personal relationships in which trust and mutual understanding can develop. Corporate culture Founding Vision Company ways of doing things Values system LEADERSHIP STYLES Different Situations Employees relationship Customer focused Production Financial Environment Diversity Environmental factors A good understanding of situation trains leaders to change their style, like a driver changes gear in a car. Martins success had come, despite many siren voices, from persevering with its original model, and Bradley, the companys chief operating ofà ¯Ã‚ ¬Ã‚ cer, puts that down to the personal backing of Windsor, Martins low-key chief executive. One solidly based on experience, trust, and judgment. Conclusion Dynamic changing situations require different leader behaviours. These behaviours can take the form of patterns of behaviours termed leadership style, or leadership tactics. Selecting leaders with different leadership styles is inefficient. It is far more effective to select flexible leaders who have the capability of using different tactics under different conditions. While the leaders may occasionally learn to change their styles to suit the circumstances, leadership styles are likely to remain fairly stable overall. Therefore, a certain style affects the leaders/managers managerial decisions over extended periods, with a particular style being more effective under a specific set of circumstance. 2.1 Impact of Theories on organizational strategy: When we think about management and leadership, the image comes in our mind that these are powerful dynamic individual who commands people. Yesterday principles and theories are contemporary and sophisticated. Some overlap and gaps occurs. Current theories fill these gaps and after to study that people are dealing to current situation. There are many theories of management and leadership, these are defined as: Behavioural theory, Contingency theory, Functional theory, Great man theory, Situational theory, Trait theory, Transactional theory, Transformational theory. Major models and approaches are: Adaptive leadership and appreciative leadership Many leaders and managers have his or her own style. Some common styles are: Autocratic, Bureaucratic, Democratic, and Laissez-faire. There is a difference between theories and leadership models that leadership theory is an explanation of some aspect of leadership, these are used to better understand and control successful leadership and leadership model is an example for use in a given situation. Each one has strengths and weaknesses, and each one has its appropriate uses. Here I am selected two current management and leadership theories which are Transactional leadership and Transformational Leadership. Transactional and transformational leadership has been of great interest to many researchers in the current era. Adopting either transformational and transactional leadership behaviour helps in the success of the organization (Laohavichien et al., 2009). This might be the reason that different authors of the recent past considered transactional and transformational leadership as predicating variables and investigated their relatedness with other criterion variables. Both transformational leadership and transactional leadership help in predicting subordinates satisfaction with their leaders (Bennett, 2009) Transformational Leadership: Transformational leadership theory has captured the interest of many researchers in the field of organizational leadership over the past three decades. This theory was developed by Burns (1978) and later enhanced by Bass (1985, 1998) and others (Avolio Bass, 1988; Bass Avolio, 1994; Bennis Nanus, 1985; Tichy Devanna, 1986). The major premise of the transformational leadership theory is the leaders ability to motivate the follower to accomplish more than what the follower planned to accomplish (Krishnan, 2005). Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985). Burns postulated that transformational leaders inspire followers to accomplish more by concentrating on the followers values and helping the follower align these values with the values of the organization. Research has also shown that transformational leadership impacts employee commitment to organizational change (Yu, Leithwood, Jantzi, 2002) and organizational conditions (Lam, Wei, Pan, Chan, 2002). Due to its impact on organizational outcomes, transformational leadership is needed in all organizations (Tucker Russell, 2004). Transformational leadership identifying and developing core values and unifying purpose, developing leadership and effective followership, utilizing interaction-focused organizational design, and building interconnectedness (Hickman, 1997, p. 2). Transformational leaders work to bring about human and economic transformation. Within the organization they generate visions, missions, goals, and a culture that contributes to the ability of individuals, groups, and the organization to practice its values and serve its purpose (Hickman, 1997, p. 9). These leaders are reliable leaders who generate commitment from followers which results in a sense of shared purpose (Waddock Post, 1991). The leaders ability to inspire, motivate, and foster commitment to a shared pur pose is crucial (Bass, Waldman et al., 1987). According to Bass and Avolio, transformational leaders display behaviours associated with five transformational styles wich are attached in table 4. Organizational culture: According to Schein (1985, 1995), the leaders beliefs, values, and assumptions shape the culture of the organization and these beliefs, values, and assumptions are then taught to other members of the organization. Schein also stated that leaders have the power to embed organizational culture through various methods such as mentoring, role modeling, and teaching. Bass and Avolio (1993). Organizational Vision Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985) which involves motivating people, establishing a foundation for leadership authority and integrity, and inspiring a shared vision of the future (Tracey Hinkin, 1998). Idealized influence and inspirational motivation are connected with the leaders ability to formulate and articulate a shared vision (Dionne, Yammarino, Atwater, Spangler, 2004). Transformational leadership creates a desire for people to work as a team, in an enjoyable and non-threatening culture, yet always with an expectation of excellence. It creates a How To approach to problem solving and development of new concepts, it allows for early warnings of imminent threats and weaknesses in the organization and strongly encourages celebration of strengths and aggressive pursuit of suitably qualified opportunities. Transformational Leadership is demonstrated from the highest level in the organization, and rewarded all the way through the management layers. It is charismatic, passionate and inspirational and attracts the very best candidates for available roles. Everyone in the organization clearly understands the culture, goals and expectations of the organization. Transactional Leadership: Transactional leadership is cantered on leader follower exchanges. Followers perform according to the will and direction of the leaders and leaders positively reward the efforts. The baseline is reward which can be negative like punitive action, if followers fail to comply with or it can be positive like praise and recognition, if subordinates comply with the intent and direction settled by a leader and achieve the given objectives. Four core facets of transactional leadership as described by Schermerhorn et al., (2000) are contingent rewards, active management by exception, and passive management by exception. Example of Bill Gates and Steve Jobs Leadership Styles: Bill Gates is a businessman, and chairman of Microsoft, the software company he founded with Paul Allen. Gates is one of the best known entrepreneurs of personal computer revolution. Steve jobs business magnate and inventor. He is well-known for being the co-founder and chief executive officer of Apple. Both have Transformational leadership style but both transformation styles have different impact on business in same industry. Bill Gates and Steve Jobs Leadership style: Bill Gates leadership is participative style because he involves his subordinate in decision making. He is a flexible person and he recognized his role was to be visionary of the company. Whenever needed he bring professional manager for managing and well structure of the organization? Gates is a strong and energizing person his enthusiasm, hardworking  nature, judgment skills reflect his personality. His motivating power and involving his friends to working with him became the success of Microsoft. On the other hand, Steve Jobs leadership is autocratic style, because he centralizes the authority, he never given a chance to subordinate to involving decision making. He thinks that whatever he do is right. His  relation with employees not good, he fails to motivate his employees in many times. Sometimes he acts as anti-Gates, and sometimes request Microsoft to develop software for his computer.  His cocky attitude and lack of management skills became a threat of APPLES succe ss. Bill Gates and Steve Jobs both gave their heart souls to developing their vision to develop personal computer,  but the way they choose was different from other. Bill gates develop computer language new Altair 8080 pc which became the foundation of Microsoft. Bill continuously develops two other computer languages. When IBM develops their first pc and which need operating system to run the computer,  Microsoft develops MS-DOS for IBM. Gates adopting the changes very fast that are his enthusiasm vision and hardworking give him the success. Gates always recognized him as a visionary he always recognize professional management, he decentralize authority to make organization structure better. On the other hand Steve Jobs started apple computer which is hard ware making company. His vision to develop computer with affordable cost and easy to use. When Bill offer the basic to jobs then he rejected jobs proposal and try to develop their own basic without knowledge of programming, he fail and accept license with Microsoft basic. Jobs play duel personality sometimes he oppose Microsoft sometimes request Microsoft to develop software for their operating system. Jobs force people to choose between Microsoft-IBM operating system and his MAC-operating system. Lack of proper management skills and relation  with employees became a barrier of APPLEs growth. Impact of Management and leadership theories on organizational strategy. With the success of windows, Office Application and Internet explorer Microsoft became a house hold name and Bill gates became as business genius. Bill Gates adopting the changes very fast his innovative mind all time busy to developing products. Recent Microsoft develops a number of products like smartphone with loaded Microsoft window.   On the other hand APPLE goes wrong direction in 1990s. Because Steve Jobs is very slow to adopting changes thats the main reason falling the market share. When Jobs realize changes is the only way to survive the market then apple develops innovative iMac which is internet friendly stylist computer.  After sometime Apple gains market. With the iPhone, Apple TV,  and name charges job co are setting a new course for the outfit  once knows only for its computer. The new name and device represent APPLEs strategic shift away from its  origins as a personal computing company that has at point struggled both survive and to set the computing worlds agenda. 2.2 Leadership strategy that supports organizational direction: Transformational leaders also help in the acceptance of organizational change (Bommer et al., 2004) Transactional leadership style provides high satisfaction and organizational identification. (Wu, 2009; Epitropaki and Martin, 2005). Transformational and transactional leadership strategy support organizational direction in term of efficiency, reliability, innovation and adaptation, turnaround leadership etc. Efficiency: In apple company Transformational leadership more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. Reliability: Computers are an important investment and in todays economy, more than ever, its important for consumers to know the reliability of the product they are purchasing. Apple  reliability  report, Rescuecom revealed that Apple scored the highest with 700 points, with Panasonic following in on its footsteps with a score of 489. In a descending manner, Lenovo, Toshiba, and HP were listed with scores cumulating 393, 299, and 184 points, respectively. Innovation:

The Scapegoating of Homosexuals as Threats to Society Essay -- Gay Les

Politics of Exclusion - The Scapegoating of Homosexuals as Threats to Society It is hard to believe that this bill is anything other than a thinly veiled attempt to score political debating points by scapegoating gay and lesbian Americans.-John F. Kerry The monster lulls reason into a night of unknowing in which sleeping leviathans do not lie.-Timothy K. Beal Introduction The scapegoating of homosexuals as monstrous threats to the order of society allows for their exclusion from institutions such as marriage, legal adoption, and The Boy Scouts of America. To reverse this discrimination, we must learn to make room for the chaotic queer monster, to perceive its presence not as threatening, but rather as inevitable, necessary, and vital to the dynamism of our culture. With this shift, we will have the means to create a politics of inclusion. In spite of the pluralistic and egalitarian principles that lie at the foundation of our nation, we live in a culture with little tolerance for deviation from what is considered to be the â€Å"norm.† We have created, and strive to maintain, an illusion of a uniform, ordered, and righteous American lifestyle. From this narrow conception of America, we gain a sense of solidarity and security. Consequently, those who pose a challenge to this ideal are pushed into the margins of society and excluded; they become second-class citizens. As a result of the threat they pose to this limited model of conventional order, gays and lesbians are chief among the subclass of secondary citizens. Unlike other marginalized minority groups, homosexuals are explicitly denied access to institutions central to American life and character, namely, the legal family unit and The Boy Scouts. For, if... ...26 February 2004 . [36] â€Å"Gay Men Lose Fight on Adoption Ban† New York Times On the Web 29 January 2004, 26 February 2004 . [37] Rebecca Walsh, â€Å"For the Family; Lesbian Couple Challenging Gay Adoption Ban in Utah† The Salt Lake Tribune 7 July 2003, 29 February 2004 . [38] Bruce Alpert, â€Å"Debate Grows Over Ban on Adoption by Gays† Newhouse New Service 1 April 2002, 29 February 2004 . [39] Alpert. [40] Alpert. [41] Alpert. [42] Alpert. [43] Walsh. [44] Walsh. [45] Linda Nicholson and Steven Seidman, ed. Social Postmodernism (Cambridge: Cambridge University Press, 1995) 118. [46] Laura Benkov Reinventing the Family (New York: Crown Publishers, 1994) 145. [47] Beal 196 [48] Kantor 5. [49] Beal 10. [50] Beal 196.

Making Hotplates

Making Hotplates What changes in the work situation might account for the increase in productivity and the decrease in controllable rejects? According to the article, the company had 10 workers that were responsible for assembling hot plates with the appropriate tools. Each person was responsible for assembling a part of the hotplate instead of the whole thing. One person would start the hotplate assembly, when they were finished they would pass it to the next, who would begin their part, etc. When the company decided to make each person responsible for an entire plate, productivity turned around. The reasons for this turn around are less wasted time and a feeling of completing something by the workers. If worker #2 is faster than worker # 1, he will be waiting on #1 to finish so he can get started on his next one. In addition, many people want to have the satisfaction of finishing a product, and when the product is â€Å"theirs,† they will take more pride in making sure it is done correctly. The worker said, â€Å"Now, this is my hotplate† because he is proud of the work he has accomplished. They now have a sense of ownership when it comes to the hotplate, instead of apiece part of it. Empowering enables people to use their talents and capabilities, fosters accomplishment, invests in learning, finds the spirit in an organization and builds effective relationships, informs, leads, coaches, serves, creates and liberates† (Empowering Manager) What might account for the drop in absenteeism and the increase in moral? Going back to question 1, the reason for the increase in moral is the same reason the productivity increased. It is a sense of completion and satisfaction by the workers with the new assembly process. They feel like they are important to the company and they can now compete to see who produces the most and who produces the best product with rewards as an incentive to try to be the best. When you have a sense of completion, it makes you want to do the best you can. They were also told that if they did not like the new way of doing business they could go back to the old way. This made them feel as if they had some control over the situation and made them feel like their feelings matter, when before they did not have that. What were the major changes in the situation? Which changes were under the control of the manager? Which were controlled by workers? The biggest change with the making of hotplates is the assembly process. They went from an assembly line with the first person doing part, the next person doing their part until the last person who boxed it up to ship. The change put each person responsible for making the entire hotplate. By doing this, they increased morale and productivity. The managers were responsible for making the change from an assembly line and increasing the morale by doing so. Stevenson says that top management has â€Å"the ultimate responsibility for quality† (Stevenson, 2009, pg. 417). Stevenson also says one thing high quality does is in the workplace is yield higher productivity which they had after the quality of work changed for the workers. The workers were in control of the productivity increase. What might happen if the workers went back to the old assembly line method? If the workers went back to the old way of business, everything else would go back to the old way too. This means the workers would start missing days again, morale would drop, and the productivity would drastically decrease. This would happen because the quality of their work has decreased which would then decrease productivity all over again. Now that they have seen how important they feel when they are in charge of the entire hotplates, and not just parts of it, I feel things would be worse than before. References Stevenson, W. , (2009). Operations management (10th ed. ). New York : McGraw Hill/Irwin. The Empowering Manager Is†¦Briefcasebooks. com